It has been a busy summer! The strategic planning process kicked off in earnest after the distribution of our first survey at the end of May, and we were pleased to receive so much insightful and constructive feedback from both this survey and the second survey that was shared in July.
Here’s a snapshot of where we are with each element, and the major discussion points within each section.
If you have some thoughts and suggestions, there are several points of consultation still to come:
Key points of community consultation
- May/June: Survey 1 (Vision, Mission, Values)
- July: Survey 2 (Value definitions, Goals)
Upcoming consultations
- August: Survey 3 (Actions)
- September/October: Regional Town Halls across BC (planned for Kelowna, Prince George, Surrey, Vancouver, Victoria)
Launch
- End of October/Early November
Finding our vision
The working group initially put together a list of ideas for the statement of our vision. They recognized that the wording of our vision would be germane to the communication of our values, and aspects of justice and equity arose repeatedly as a key element to our vision.
These ideas developed into the incorporation of “occupational participation” and “occupational justice” into our vision. There was some concern that folks outside of the OT and OS disciplines would not understand these phrases, but it was important to us to articulate them as a fundamental element of OSOT. We arrived at the working statement of our vision below.
We will help to create a just, equitable world where everyone can experience occupational participation in their everyday activities.
Wider consultation in a subsequent survey drew mixed responses, although overall, the statement did seem to resonate positively with the majority of respondents. Almost half referred specifically to “occupational participation” as an important phrase to keep.
The phrase “everyday activities” was further discussed, as it had received equally mixed feedback. In the context of the vision statement, there appeared to be limitations of language to succinctly express the activities that people like to do, do regularly, or find meaningful. “Everyday activities” and “meaningful activities” and similar phrases were discussed, but there was no optimal solution.
The vision was edited to:
Promoting just and equitable occupational participation.
This reflected a shorter, vision-style statement and aspirational tone, removing the problematic specifics, and this version was included in survey 2 for feedback and consultation.
The working group will consolidate and review feedback from survey 2, and we anticipate that the vision statement will be tweaked further after survey 3 and the town hall events we have planned.
Articulating our mission
Our current mission statement (from the 2019-2024 Strategic Plan) was reviewed and was seen as remaining highly relevant. Some minor tweaks were suggested:
Our mission is to advance the occupational therapy and occupational science knowledge base, and support and inspire our community through inclusive advocacy, research and educational programs.
Again, overall feedback to this statement was positive, with the majority of suggested improvements relating to the phrasing rather than the content. The language in the mission was refined and a new version included in survey 2:
To advance occupational therapy & occupational science, inspire innovative occupational therapy practice, and build community through inclusive education, research and advocacy.
Feedback on the mission statement will be reviewed and incorporated in time for the next (and final) survey.
Defining our values
The values that we will embed in our new Strategic Plan have been somewhat difficult to define. There has been a strong direction towards community-based values (e.g., inclusion, respect, collaboration, humanity) and social justice-related themes (e.g., justice, equity). Curiosity continues from our previous Strategic Plan, but there was some hesitation about including terms like excellence, which may fit better within specific goals rather than as a value in itself. Discussion of our values will continue.
Sustainability is another interesting value that was suggested, with the dual meaning of being environmentally conscious as well as mindful of the available resources and capacity within the department as we expand.
Initially, the proposed values were:
- Justice
- Inclusion
- Humanity
- Sustainability
- Curiosity
In response to feedback from a survey, they were adjusted to the following list, and definitions were added to seek input and perspectives from the broader community via survey 2:
- Inclusion: The practice of ensuring people who have historically been excluded have equitable access to resources and feel comfortable to be themselves.
- Justice & Equity: Fostering respectful relationships among humans, non-humans, lands, waters, systems, and institutions, while promoting fairness and access to rights and resources.
- Respect: The consideration of others with integrity, compassion and humanity; collaborating as partners.
- Curiosity: The desire to understand, innovate and inspire.
- Sustainability: The act of finding thoughtful and effective approaches that reduce waste and that maintain quality while adapting to new challenges.
The working group will review and revise these values and definitions in readiness for survey 3.
What would success look like?
Described as a way of visualizing what success might look like for each Core Area at the end of the strategic plan period (i.e., 2032), success statements are not meant to be goals in themselves but more an indication of ‘what would success look like?’ if we achieved all our goals in each area.
The working group will further revise these statements based on your feedback to survey 2.
Education
We aspire to lead through educational innovation. We provide inclusive, aspirational, and transformative educational programming.
Our graduates are reflexive, innovative, courageous, and skilled life-long learners. They make local, national and international impacts within occupational science and occupational therapy.
Research
We aspire to be a research environment that proactively creates, translates, and implements knowledge to improve clinical care and education, inform occupational science, and influence policy.
People & Belonging
We aspire to foster a vibrant and inclusive community with respectful partnerships where people with diverse perspectives and experiences can create a sense of belonging.
Organization & Governance
We aspire to have systems and processes that support a respectful, inclusive, just, and discrimination-free culture, and that support everyone to achieve their full potential.
Our Goals
Goals serve to direct the focus of each Core Area and should directly link to the vision outlined in the success statement for each area. Goals make potential activities more tangible and are designed to support the grander vision and direction of the Department.
The working group is working on refining these goals in preparation for survey 3.
Education
Goal 1
To undertake a full MOT curriculum renewal guided by the COTC and worthy of exemplary accreditation. Our MOT curriculum renewal will reflect the occupational strengths and needs of local communities, BC and Canada.
Goal 2
To leverage and grow the respective pedagogical strengths of our faculty to develop and sustain excellence in distributed teaching and learning.
Goal 3
To design and deliver a contextually nuanced distributed MOT program that reflects the unique practice environments, opportunities and considerations at each site.
Goal 4
To have a suite of educational programs that meet our capacity and needs, whilst responding to the needs of our partners.
Research
Goal 1
To create, translate and implement knowledge to improve occupational therapy practice, enhance health service delivery, and influence policy.
Goal 2
To advance scholarship of teaching and learning to enhance education of OT students and practitioners.
Goal 3
To further cultivate occupational science research for the benefit of society.
People & Belonging
Goal 1
Foster belonging by supporting OSOT community members to have agency and genuine influence in shaping the Department.
Goal 2
Purposefully attract students, faculty, and staff with diverse experiential expertise/lived experience.
Goal 3
Consciously develop and maintain learning and working environments that are safer, supportive, and connected, enriching the wellbeing and success of all.
Goal 4
Nurture partnerships beyond the department’s staff, faculty, and students to include interprofessional programs, individuals, institutions, and organizations.
Organization & Governance
Goal 1
To update and expand our departmental governance documents (e.g., policies, procedures, terms of reference), governance structures to guide operations of teaching, research, and service.
Goal 2
Advocate for the wellbeing of students, faculty, and staff across UBC by designing learning-centred environments and practices that contribute to wellbeing.
Goal 3
Review, build and raise awareness of intentional support systems to ensure a just and safe environment for all.
Goal 4
Prepare the Department to ensure an excellent accreditation result in 2028.
Actions to achieve these goals
Actions for each goal were generated at an OSOT staff and faculty day-long retreat in July.
The aim is to develop 1-3 actions that will help to achieve each goal.
At the retreat, staff and faculty worked together to generate a long list of action ideas for each Core Area. These ideas will be further discussed and prioritized by the Co-Leads for each Core Area and be included for review and additional feedback in survey 3.
Determining metrics for our goals
Metrics are a key part of holding ourselves accountable to the goals we have set for the next 7 years.
The working group will be tasked to find appropriate measures and metrics for each goal in their meetings this summer.
We anticipate that these metrics will be tracked and reported at a standing monthly meeting, as well as a yearly annual report.
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